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  1. Last 7 days
    1. This sounds like a grim reality and indeed it is. But it has a silver lining. Since the people are the property of the regime, the people are the assets of the regime. The regime’s incentive is therefore to maintain and improve this human capital. Note that this incentive is precisely aligned with the traditional maxim of state: salus populi suprema lex, the health of the people is the supreme law.

      Hinges on a word / interpretation. But then how the regime decides to control social/cultural values matters a lot too - what fields of industry are even allowed to exist, for instances, dictates the culture of the society, the degree of choice & freedom. Gov could be perfectly humane in its implementation of what jobs there are, while being simultaneously freedom-limiting

  2. Oct 2021
    1. All of which can help with getting a grip on your personal knowledge mastery (pkm).

      Example of someone in the wild using PKM as Personal Knowledge Mastery instead of the more common Personal Knowledge Management.

    1. First, set clear goals and prioritize among conflicting goals (for instance, price to maximize revenue but ensure a 10 percent profit increase).Second, pick one of the three types of pricing strategies: maximization, skimming, or penetration.Third, set price-setting principles that define the rules of your monetization models, price differentiation, price endings, price floors, and price increases.Finally, define your promotional and competitive reaction principles to avoid knee-jerk price reactions.

      Il documento di [[Strategia di monetizzazione]] dovrebbe essere costruito su 4 blocchi:

      • Avere obiettivi chiari e messi in priorità tra loro, specialmente tra gli obiettivi in conflitto;
      • Prendere una decisione riguardo una delle strategie di prezzo tra: massimizzazione, skimming o penetrazione;
      • Stabilire dei principi che determinino le regole riguardo i modelli di monetizzazione, la differenziazione di prezzo ecc;
      • Definire pattern di prezzo in reazione ai competitor e di promozione, per evitare di fare errori;
    2. A pricing strategy is your short- and long-term monetization plan. The best companies document their pricing strategies and make it a living and breathing document.

      È importante delineare una #[[Strategia di monetizzazione]] che sia a breve termine, come a lungo termine. Tale documento raccoglie le diverse strategie di pricing e deve essere costantemente aggiornato e monitorato.

    3. What monetization model do we envision for our new product? Why is it the right one, and how did we choose it?Which models did we not pick, and why?What are the most important trends in our industry? How do they affect our choice of a monetization model? How do we plan to monetize our product if customer usage varies significantly? Which price structures have we considered and why?Do we have the right capabilities and infrastructure to execute the chosen monetization model and price structure?

      Queste sono domande che il CEO dovrebbe porsi riguardo la scelta del modello di #pricing

    4. To have a chance at converting free customers to paid customers, you need to test what benefits they will pay for and ensure a functional free experience. You also need to know exactly how many customers will actually be willing to pay. What’s more, you must avoid giving the farm away for free because it will leave your premium offering with very little value.

      Nel caso del #pricing #freemium è importante considerare che l'obiettivo è quello di convertire le persone free in persone paganti. Per farlo è necessario però capire quali sono i benefici per cui queste persone sono disposte a pagare, bisogna anche evitare di dare via tutto gratis togliendo valore alla nostra offerta premium.

    5. Customers pay when they use or benefit from the product. This can be exceptionally successful if you can align the metric directly to how customers perceive value. This can be effective if you are adept at predicting future trends. The alternative pricing model makes sense when your innovation creates significant value to end customers but you cannot capture a fair share of that value using traditional monetization models.

      Il modello di pricing del #[[alternate metric]] si applica quando i clienti pagano se usano effettivamente il prodotto. Questo tipo di modello ha senso solo se il tuo prodotto genera un'innovazione tale che non riesci a trovare un modello di #pricing adatto

    6. Auctions — competition based pricing for goods and services. Google AdWords, eBay, and other two-sided marketplaces use auctions. Market determines price. If you can control inventory for an in demand product, you should consider this model.

      Il modello delle #aste è un modello in cui il mercato determina il prezzo di un bene. Se si è in controllo di un prodotto per cui c'è tanta richiesta, allora bisogna considerare questo modello.

    7. Dynamic pricing — airline industries, Uber offer dynamic pricing for peak demand times. Dynamic pricing boosts the monetization of fixed and constrained capacity. Complex model requiring extensive data analytics.

      Il modello del #[[pricing dinamico]] è il modello tipico di Uber e delle linee aeree. Questo modello migliora le vendite di disponibilità limitate e fisse. Si tratta di un modello complesso, richiede tanti dati ed analisi.

    8. Subscription —recurring revenue increases customer lifetime revenue, revenue predictability, cross-sell and upselling opportunities. Works well in online and offline services where the product is used continually, in competitive industries, and where it can reduce barriers to entry through large upfront payments.

      In che casi ha senso utilizzare un modello di pricing basato su #abbonamento ?

      Quando si sceglie questa opzione ci si ritrova in una situazione in cui gli acquisti ricorrenti aumentano il #[[lifetime value]] dei clienti, inoltre è possibile stimare delle previsioni di vendita proprio a causa dei pagamenti ricorrenti, ci sono tante opportunità di #cros-sell e di #upsell.

      È un sistema adatto sia ai servizi online che offline ma la condizione è che il prodotto venga usato continuamente ed inoltre è ottimale nelle situazioni in cui riduce le barriere all'entrata tramite un grande pagamento in anticipo.

    9. What are the product configuration/bundles we plan to offer? Why did we pick these offers? Do they align with our key segments? If not, why not?What are the leader, filler, and killer features for the new product or service our company is developing? How did we find out?Have we explored a good/better/best approach to product configuration and bundling? What do we expect sales to be for each product configuration? Is the share of the basic product configuration lower than 50 percent? If not, why not?Have we explored bundling our new product with existing products? What would be the benefits for us and the customers?Have we considered unbundling as an opportunity? What would be the benefits to customers and our business (if any)?

      Queste sono le domande che un CEO dovrebbe porsi riguardo i bundle di prodotto:

      • Quali sono i bundle che abbiamo deciso di offrire? A che prezzo? Queste offerte si allineano con i segmenti individuati?
      • Quali sono le caratteristiche leader, filler e killer di questo bundle? Come le abbiamo scoperte?
      • Quali sono le opzioni bene/meglio e top per questo bundle? Quali ci aspettiamo siano le vendite per ogni bundle? La condivisione della configurazione base del prodotto è al di sotto del 50%? Se no, perché?
      • Abbiamo ipotizzato di creare bundle di prodotto con altri prodotti? Quali sarebbero i benefici nostri e dei clienti?
      • Abbiamo considerato l'ipotesi di smantellare il bundle? Quali sarebbero i vantaggi per noi e per i clienti?
    10. Align offers with segmentsDon’t go beyond nine benefits or four productsCreate win-win bundles for you and the customerDon’t give away too much in the entry-level product. Look at customer distribution by product and upsell percentage to qualify a problemHard bundles might not work and an a la carte bundle may be betterPer product pricing needs to be higher than bundled pricingMessaging and communicating the value of the bundle is a sales opportunity depending on what product or feature they are afterBundle an integrated experience and charge a premium instead of a discountDon’t bundle for the sake of bundlingLook for inverse correlations and exploit both by including the nice to have inverse.

      Questi sono alcuni dei consigli che bisogna considerare nella creazione di configurazioni di prodotto diverse.

      • Allineare l'offerta ai segmenti;
      • Non andare oltre i 9 benefits o i 4 prodotti;
      • Crea bundle che siano vittoria per te e per i consumatori;
      • Non dare troppo valore nel prodotto di entrata, guarda la distribuzione dei clienti per prodotto e fai upsell in percentuale, così da qualificare il problema;
      • I bundle fissi potrebbero non funzionare, quelli personalizzati invece si;
      • Il prezzo per singolo prodotto deve essere più alto di quello in bundle;
      • Comunicare il valore del bundle può essere una opportunità di vendita a seconda di quale prodotto si sta cercando di vendere;
      • Crea un'esperienza premium riguardo il tuo prodotto e dalle un prezzo premium, invece che un prezzo scontato;
      • Non creare bundle semplicemente per lo sfizio;
      • Cerca correlazioni inverse includendo l'opposto delle feature nice to have;
    11. Establishing which features are leaders (must-haves), fillers (nice-to-haves), and killers (features that are deal killers), andCreating good/better/best options.

      Due sono gli aspetti principali di una configurazione di prodotto efficace:

      • Bisogna stabilire le caratteristiche leader (must have), filler (nice to have) e killer
      • Bisogna creare delle opzioni di prodotto che siano buone, migliori, top
    12. Product configuration and bundling are your key building blocks for designing the right products for the right segments at the right price points. Product configuration is about putting the appropriate features and functionality — those customers need, value, and are willing to pay for — into the product; this process has to be done for each identified segment. Systematic product configuration prevents you from loading too many features into a product and producing a feature shock.

      Un prodotto deve essere creato configurando le giuste caratteristiche in dei bundle che rispettino i determinati segmenti che abbiamo individuato. Ogni configurazione di prodotto deve rispettare i determinati bisogni, valori e WTP dei segmenti.

    13. Does our product development team have serious pricing discussions with customers in the early stages of the new product’s development process? If not, why not?What data do we have to show there’s a viable market that can and will pay for our new product?Do we know our market’s WTP range for our product concept? Do we know what price range the market considers acceptable? What’s considered expensive? How did we find out?Do we know what features customers truly value and are willing to pay for, and which ones they don’t and won’t? And have we killed or added to the features as a consequence of this data? If not, why not?What are our product’s differentiating features versus competitors’ features? How much do customers value our features over the competition’s features?

      Queste sono valutazioni che deve fare il CEO riguardo il #pricing del prodotto da lui creato.

      Tra le valutazioni e domande da porsi ci sono:

      • Il team rivolto al prodotto ha avuto una seria discussione riguardo il #pricing? Se no, perché non è accaduto?
      • Quali dati abbiamo che indicano che c'è un mercato che può e vuole pagare per questo prodotto?
      • Conosciamo il range di #WTP del nostro concetto di prodotto? Sappiamo il nostro target quali prezzi ritiene accettabili, esagerati ed immotivati? Come lo abbiamo scoperto?
      • Sappiamo quali caratteristiche del prodotto hanno maggiore valore agli occhi dei consumatori, quali sono disposti a pagare e quali invece non hanno alcun valore? Se no, perché?
      • Quali sono le caratteristiche del nostro prodotto che sono elemento di #differenziazione rispetto ai prodotti dei nostri competitor? Quanto valore hanno queste caratteristiche agli occhi dei consumatori?
    14. Did we segment before we designed the product? If not, why not?What were the segments? How did we get to these? Which ones would we serve initially? Do they represent a sizable market?What criteria were they based on? How different are these segments in their WTP? Can we respond differently to each segment? If so, how?How did we describe the segments? What observable criteria do we have in these descriptions? Do our descriptions and observable criteria on each segment pass our sales team’s sniff test?How many segmentation schemes do we have in our company? Can we consolidate to one segmentation across product, marketing, and sales?Who in our company is responsible for segmentation? At what point in the innovation cycle does this person (or people) get involved?

      Queste sono le domande che un CEO dovrebbe porsi riguardo la segmentazione per la creazione di un prodotto.

      • Abbiamo fatto una segmentazione prima di creare il prodotto? Se no perché?
      • Quali sono i segmenti che abbiamo individuato, in che modo ci siamo arrivati, quale abbiamo deciso di servire inizialmente, rappresentano un mercato sostenibile?
      • In funzione di quale criterio sono distinti i segmenti? In che modo cambia la #WTF dei differenti segmenti? Possiamo rispondere diversamente ad ogni segmento?
      • In che modo descriviamo i segmenti? Quali sono i criteri osservabili che abbiamo in queste descrizioni?
      • Quanti schemi di segmentazione abbiamo? Riusciamo a consolidare su un solo segmento tutte le nostre energie aziendali?
      • Chi è il responsabile della segmentazione? In che momento interviene?
    15. Do Segmentation Right:Begin with WTP data — By clustering individuals according to their WTP, value, and needs data, you will discover your segments — groups of people whose needs, value, and willingness to pay differ.Use common sense — Practicality and common sense are as important as statistical indicators.Create fewer segments, not more — Serving each new segment adds significant complexity for sales, marketing, product and service development, and other functions. Smart companies start with a few segments — three to four — and then expand gradually until they reach the optimal number.Don’t try to serve every segment — The products and services you develop should match your company’s overall financial and commercial goals. A segment must deliver enough customers — and enough money — to make the investment worthwhile.Describe segments in detail in order to address them — Investigate whether each segment has observable criteria for customizing your sales and marketing messages to them.

      Come si può segmentare in maniera efficace?

      1. Si comincia con i dati emersi dall'analisi sul #WTP, si creano cluster di individui in funzione di WTP, valori e bisogni, così emergono dei segmenti;
      2. Punta a pochi segmenti, non molti, ogni segmento porta con sé entropia che deve essere gestita, il numero ideale di segmenti è 3-4 e poi ci si espande in maniera graduale fino a raggiungere il numero ottimale;
      3. Non devi servire ogni segmento, il prodotto che crei dovrebbe essere coerente con gli obiettivi generali ed economici della tua azienda. Un segmento deve essere visto come un investimento;
      4. Descrivi ogni segmento in dettaglio e cerca criteri evidenti nel comportamento del segmento per poter customizzare il più possibile;
    16. The message here is clear: You need to create segments in order to design highly attractive products for each segment. And you must base your segmentation on customers’ needs, value, and WTP. This way, segmentation becomes a driver of product design and development, not an afterthought.

      Quale è il modo migliore per definire le caratteristiche migliori di un prodotto?

      Bisogna analizzare il mercato e segmentare i bisogni, valori e WTP dei consumatori. In questo modo la segmentazione diventa la guida della creazione del prodotto.

    1. I didn't have to think too much of what’s good for the company - I usually assumed that whatever I’m doing is what the business needs.

      It may even be a sign that management is doing well.

    1. In the olden days, people managed the trash by sending the trucks to collect the waste every day at scheduled routes even if the bin was not full. This is a waste of time and resources; instead, imposing smart waste management at every scheduled route is the best solution for timely trash pickup with the right resource management. To understand the solution to this problem, and propose a smart waste management system, read further.
  3. Sep 2021
    1. A potentially interesting task management plugin for obsidian. I'm a little worried about long-term support. I'm going to wait and see what happens.

    1. A PFC assessment can be incorporated into an integrated riparian management process through a logical sequence of actions (figure 2). Figure 2. Recommended steps for managing riparian areas using an integrated process. After effectiveness monitoring has been done (step 6), initial objectives are validated and modified if necessary. After implementing adaptive actions, step 6 is repeated to monitor the effectiveness of those actions.Step 7: Implement adaptive actionsStep 6: Monitor and analyze the effectiveness of actions and update resource condition ratings (PFC)Step 5: Design and implement management and restoration actionsStep 4: Identify issues and establish goals and objectivesStep 3: Prioritize reaches for management, restoration, or monitoring actionsStep 2: Identify riparian resource values and complete additional assessmentsStep 1: Assess riparian area function using the PFC method • Identify assessment area and assemble an interdisciplinary team • Review existing information and delineate and stratify reaches • Determine the potential of the reach • Assess the reach and determine its functional rating (validate with monitoring data if necessary)Modifyobjectivesif necessaryMonitoradaptiveactions
    1. Areas of Integrated Governance

      Major areas of integrated governance for enterprise architecture looks like Integrated Project Management Framework

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    1. . Three points may be proposed about task-orientation. First, there is a sense in which it is more humanly comprehensible than timed labour. The peasant or labourer appears to attend upon what is an observed necessity. Second, a community in which task-orientation is common appears to show least demarcation between "work" and "life". Social intercourse and labour are intermingled - the working-day lengthens or contracts according to the task - and there is no great sense of conflict between labour and "passing the time of day". Third, to men accustomed to labour timed by the clock, this attitude to labour appears to be wasteful and lacking in urgency.1
    1. Smart leaders will not focus so much on exhorting people not to be afraid of change and will instead work to do everything they can to increase a sense of stable, supportive community. Unfortunately, many leaders see stability, community, and a sense of belonging as enemies of innovation — when in reality they are the prerequisites.
    1. When important decisions are not documented, one becomes dependent on individual memory, which is quickly lost as people leave or move to other jobs.
    2. A good manager must have unshakeable determination and tenacity. Deciding what needs to be done is easy, getting it done is more difficult. Good ideas are not adopted automatically. They must be driven into practice with courageous impatience. Once implemented they can be easily overturned or subverted through apathy or lack of follow-up, so a continuous effort is required.
    3. To do a job effectively, one must set priorities. Too many people let their “in” basket set the priorities. On any given day, unimportant but interesting trivia pass through an office; one must not permit these to monopolize his time. The human tendency is to while away time with unimportant matters that do not require mental effort or energy. Since they can be easily resolved, they give a false sense of accomplishment. The manager must exert self-discipline to ensure that his energy is focused where it is truly needed.
    4. The man in charge must concern himself with details. If he does not consider them important, neither will his subordinates. Yet “the devil is in the details.” It is hard and monotonous to pay attention to seemingly minor matters. In my work, I probably spend about ninety-nine percent of my time on what others may call petty details.
    1. With the help of cutting-edge technologies, you can implement smart waste management that helps to reduce the costs, and increase operational efficiency. Bookmark this article to learn more about smart waste management.
  4. Aug 2021
    1. And back in the day, everything was GitHub issues. The company internal blog was an issue-only repository. Blog posts were issues, you’d comment on them with comments on issues. Sales deals were tracked with issue threads. Recruiting was in issues - an issue per candidate. All internal project planning was tracked in issues.

      Interesting how versatile GitHub Issues can be

    1. used for project management. The logistics for the Gulf War were managed on index cards. Read "Moving Mountains" by Lt. General George Pagonis.

      Example of index cards used for project management.

    1. Müller-Wille and Scharf ‘Indexing Nature’, also points out that Linnaeus interleaved blanksheets into his texts so that he could take notes. Cooper points out that this had been a common practice in natural historysince at least the late seventeenth century (Cooper, Inventing the Indigenous, 74–5).

      Apparently interleaving blank sheets into texts was a more common practice than I had known! I've seen it in the context of Jonathan Edwards (1703-1758) using the practice to take notes in his Bible, but not in others.

    2. First, what were the economies of attention thatguided his commonplacing techniques? Second, what type of impact did his note-taking skillshave upon the way that he arranged information in texts?

      The two questions addressed in this article.

    3. The foregoing studies suggest two strands of commonplacing circa 1700. The first was thecollection of authoritative knowledge, usually in the form of quotations. The second was thecollection of personal or natural knowledge, with Francis Bacon’s lists, desiderata and apho-risms serving as early examples. While Moss has shown that the first strand was losing popular-ity by the 1680s, recent scholarship has shown that the second retained momentum through theeighteenth century,9especially in scientific dictionaries,10instructional cards,11catalogues,12

      loose-leaf manuscripts,13syllabi14and, most especially, notebooks.15

      There are two strands of commonplacing around 1700: one is the traditional collection of authoritative knowledge while the second was an emergent collection of more personal knowledge and exploration.

    1. https://en.wikipedia.org/wiki/Sammelband

      Sammelband (/ˈzæməlbænt/ ZAM-əl-bant, plural Sammelbände /ˌzæməlˈbɛndə/ ZAM-əl-BEN-də or Sammelbands), or sometimes nonce-volume, is a book comprising a number of separately printed or manuscript works that are subsequently bound together.

      Compare and contrast this publishing scheme with the idea of florilegium and commonplace books.

      Did commonplace keepers ever sammelband their own personal volumes? And perhaps include more comprehensive indices?

      What time periods did this pattern take place? How does this reflect on the idea of reorganizing early modern information management practices? Could these have bled over into the idea of the evolution of the Zettelkasten?

  5. Jul 2021
    1. How Task management software is useful for small as well as big organizations? Task management software is used to handle tasks performed by employees.. Essentially, this means that processes must be smooth and productivity must be improved and useful for any sized organizations.

      Visit: https://anuchandola009.blogspot.com/2021/07/how-task-management-software-is-useful.html Call us :+919315540497

    1. Task Management Softwares Task Management Software is used to manage tasks by monitoring employees . You can track employees in real time, which will allow employees to concentrate more on their tasks.

      Visit: https://issuu.com/shivaniss1/docs/task_management.pptx Call us:+919315540497

    1. BlackRock employs a stable of former policymakers, underscoring the importance the company occupies in both financial and policymaking ecosystems, in something akin to a shadow government entity.[157] Good government groups have documented 118 examples of “revolving door” activity by the company—cases in which a government official joined BlackRock’s roster, or vice versa.[158] In one particularly troubling example of how Washington’s revolving door operates, in 2017, a former BlackRock executive was put in charge of reviewing the FSOC’s work for the Treasury Department.[159] Unsurprisingly, the Department’s conclusion was that FSOC should “prioritize its efforts to address risks to financial stability through a process that emphasizes an activities-based or industry-wide approach,” the company’s preferred position.[160] This conclusion all but ensures that BlackRock will not be designated for greater regulation by the FSOC under the Trump administration.

      To Big To Fail? Above The Law? Shadow Government?

      The term "shadow government" comes up often when investigating Revolving Door partnerships between corporations and former government policymakers. One particular public corporation, BlackRock Investments is the poster child of revolving door activity and comparisons to a shadow government.

      BlackRock is front and center in the manipulation of todays Real Estate bubble.

      BlackRock should be marketed as;*The Largest Asset Manager and Keeper of The Neo-liberal Flame; We Kill Children to Make You Money and We Enjoy Doing It!*

    1. The operative content object is the content object to which a request is directed – this is the content object that the user specifically wants, and that the request primarily operates on.
    1. urql stays true to server data and doesn’t provide functions to manage local state like Apollo Client does. In my opinion, this is perfectly fine as full-on libraries to manage local state in React are becoming less needed. Mixing server-side state and local state seems ideal at first (one place for all states) but can lead to problems when you need to figure out which data is fresh versus which is stale and when to update it.
    1. On the difference for writing for one's self and for others. Of course there's also the need to be able to re-decifer one's notes again in the future. It may be best to keep more detailed for your future self as if you're writing for the public.

      I like the idea of distance in "communication space" which comes up in the comments. This is related to context collapse and shared contexts which are often too-important in our communication with regard to being understood in the far future.

      <small><cite class='h-cite via'> <span class='p-author h-card'>Matthias Melcher</span> in Commonplace Book | x28's new Blog (<time class='dt-published'>07/06/2021 11:13:34</time>)</cite></small>

    1. Forty years ago, Michel Foucault observed in a footnote that, curiously, historians had neglected the invention of the index card. The book was Discipline and Punish, which explores the relationship between knowledge and power. The index card was a turning point, Foucault believed, in the relationship between power and technology.

      This piece definitely makes an interesting point about the use of index cards (a knowledge management tool) and power.

      Things have only accelerated dramatically with the rise of computers and the creation of data lakes and the leverage of power over people by Facebook, Google, Amazon, et al.

    2. In 1791, France’s revolutionary government issued the world’s first national cataloging code, calling for playing cards to be used for bibliographical records.

      Reference for this as well?

    3. Linnaeus experimented with a few filing systems. In 1752, while cataloging Queen Ludovica Ulrica’s collection of butterflies with his disciple Daniel Solander, he prepared small, uniform sheets of paper for the first time. “That cataloging experience was possibly where the idea for using slips came from,” Charmantier explained to me. Solander took this method with him to England, where he cataloged the Sloane Collection of the British Museum and then Joseph Banks’s collections, using similar slips, Charmantier said. This became the cataloging system of a national collection.

      Description of the spread of the index card idea.

    1. Linnaeus had to manage a conflict between the need to bring information into a fixed order for purposes of later retrieval, and the need to permanently integrate new information into that order, says Mueller-Wille. “His solution to this dilemma was to keep information on particular subjects on separate sheets, which could be complemented and reshuffled,” he says.

      Carl Linnaeus created a method whereby he kept information on separate sheets of paper which could be reshuffled.

      In a commonplace-centric culture, this would have been a fascinating innovation.

      Did the cost of paper (velum) trigger part of the innovation to smaller pieces?

      Did the de-linearization of data imposed by codices (and previously parchment) open up the way people wrote and thought? Being able to lay out and reorder pages made a more 3 dimensional world. Would have potentially made the world more network-like?

      cross-reference McLuhan's idea about our tools shaping us.

    1. Against Canvas

      I love that he uses this print of Pablo Picasso's Don Quixote to visually underline this post in which he must feel as if he's "tilting at windmills".

    2. All humanities courses are second-class citizens in the ed-tech world.

      And worse, typically humans are third-class citizens in the ed-tech world.

    1. Why isn’t there anything on our class’s Canvas page? Because Canvas and Blackboard are evil and must be destroyed. So-called “learning management software” is very possibly the worst software ever created by anyone for any purpose, and I will not add to the store of suffering in the world by making use of it. I explain in more detail my objections to Canvas here.

      Awesome AND true.

  6. Jun 2021
    1. the dairy farmers are having a hard time managing their cattle and keeping their farms a profitable venture. So, we are here talking about the ways to leverage smart dairy farming using IoT. Let’s explore how livestock management becomes easier and more profitable with IoT technologies.
  7. May 2021
    1. Stay engaged. As mentioned above, you are expected to check your GVSU email twice daily, read new posts on CampusWire twice daily, contribute to the discussion board daily, and make at least two significant contributions to CampusWire per week. Make daily engagement with the course a habit, and don’t take days off (unless it’s a weekend and you have all your work done).
    2. Budget your time. MTH 124 is a 5-credit course with no meetings, so you will need to plan on spending about 15-20 hours per week doing mindful work. That’s 3-4 hours per weekday if you choose not to work on weekends. If you are taking other courses or have job of family responsibilities, you’ll need to think about where to put these hours in your daily and weekly schedules. In my experience, the #1 reason students don’t succeed in online courses is overcommitment and not managing time well.
    1. I particularly enjoyed the California water commons, with its quiet nod to Elinor Ostrom’s original post-graduate research on emergent cooperation between county water-boards.

      A quiet nod here in it's own right. Now I want to dig into Elinor Ostrom's research and work.

    1. I can refer to a section of page in a book by using #(booknr)p(pagenr)(section), for example #8p113a. There are four sections in my journals: A (upper left), B (down left), C (upper right), D (down right).

      An interesting page/section reference method.

    1. We still do not understand how information practices from the worlds of learning, finance, industry, and administration cross-pollinated. From the fourteenth century onward, accountants developed complex instructions for note-taking to describe holdings and transactions, as well for the recording of numbers and calculations. By the seventeenth century, merchants, and indeed ship captains, engineers, and state administrators, were known to travel with trunks of memoranda, massive inventories, scrap books, and various ledgers and log books that mixed descriptive notes and numbers. By the eighteenth century, tables and printed forms cut down on the need for notes and required less description and more systematic numerical notes. Notaries also were master information handlers, creating archives for their legal and financial documents and cross-referencing catalogue systems.

      I'm noticing no mention here of double entry book keeping or the accountant's idea of waste books.

      There's also no mention of orality or memory methods either.

    2. Humanists had the tools and even the concepts to invent the cross-referenced thematic library catalogue, but they did not do so. We do not know why it took several hundred years and the Italian director of the British Museum, Antonio Panizzi, to create a truly modern reference catalogue through his “Ninety-One Cataloguing Rules” in 1841.

      Origin of the modern reference catalogue...

    3. Why did a figure such as Leibniz fail to use his own tools? Perhaps messiness was the source of his creativity. This is a fact of intellectual originality with which Google must still grapple—libraries, after all, allow for the type of manageable disorder which is often the spark of creativity.

      Manageable disorder, messiness, and even chaos can be the source of boundless creativity.

      There's an idea in complexity theory that the most interesting things happen at the edge of chaos.

    4. Ideally, skilled readers organized notes into personal “arks of study,” or data chests. Vincent Placcius’s De arte excerpendi contains an engraving of a note cabinet, or scrinia literaria, in which notes are attached to hooks and hung on bars according to thematic organization, as well as various drawers for the storage of note paper, hooks, and possibly writing supplies. Both Placcius and later Leibniz built such contraptions, though none survives today. While these organizational tools cannot be directly linked to modern computers, it is difficult not to compare them. Placcius’s design looks strikingly like the old punch-card computation machines that date from the 1880s, and the first mainframes, such as the 1962 IBM 7090.

      "arks of study" being used as early data chests or stores is a fascinating conceptualization

    5. In effect, Too Much to Know is a reference book about reference books, containing chapters on early “information management,” note-taking, reference genres and “finding devices,” compiling, and the impact of reference books.

      I love all of these various topics.

    6. The humanist remedy for information overload was to produce an unprecedented number of manuals about how to read books. They outlined what Blair calls the four S’s of early modern information management: storage, sorting, selection, summary.

      I'd love to have a list of these and some of their similarities. What would oral cultures have done? How would/did they manage their overflow of information, besides overwriting the new/improved and forgetting the old/unuseful?

    1. Sam Bowman. (2021, January 25). If the govt can’t keep a few thousand people fed in hotel quarantine, how exactly was it supposed to provide for fifteen million pensioners self-isolating in Great Barrington-style ‘focused protection’ while the virus was spreading across the rest of the population? [Tweet]. @s8mb. https://twitter.com/s8mb/status/1353666214883684352

    1. the three types of power commonly discussed in management theory: power-over, power-with, and power-to. These three types of power were first identified by the Mother of Modern Management, Mary Parker Follett. You may also recognize her as the person who coined the term “win-win.” Here are the three types of power: Power-over is extractive. Power-over is extracted from other people, the natural world, etc. Power-over means getting more of the pie. Power-with is gained when we work together, i.e, collective action. Power-to is generative. Power-to is the power we have to create new things. Power-to means making the pie bigger. 

      An interesting break down of power.

  8. Apr 2021
    1. This post articulates a lot of what I've been thinking about for the past 18 months or so, but it adds the additional concept of community integration.

      Interestingly, this aligns with the early, tentative ideas around what the future of In Beta might look like as a learning community, rather than a repository of content.

    1. The same is true with my time. So I started blocking all 24 hours of my time (mental breaks, yoga workouts, prepping dinner, sleep, everything) into my digital calendar. There is no time unaccounted for. 

      This Is the Time-Management Hack That Helped Me Double My Income

  9. Mar 2021
    1. This technology has come into action with an aim to reduce human power and streamline the warehouse operation more effectively. To the fact, in the current scenario, RFID has become one of the most important tools in the supply chain manager.

      Thanks to RFID (Radio Frequency Identification) technology, as it is changing the way of tracking inventory by making the process speedy. It is one of the most competent ways to track items and transfer the data.

    1. Assessing Open Source Journal Management Software

      this is a good start of a mega analysis of all journal management platforms, isn't it?!

    1. Yes, Virginia, PMs Are Responsible for Accessibility

      Link to Session

      Angela Hooker, Microsoft

      Why build in a11y from the start?

      • Much easier / less "expensive" than adding it after the fact.
      • PMs are expected to set expectations and manage scope. Set the expectation from the beginning that team delivers accessible product.
      • Consider budget, timeline, people, & other resources. The design phase is "too late."

      Getting support from leadership

      • Talk about ROI & $8+ trillion in disposable income that people with disabilities have worldwide
      • Helps the org be more competitive
      • Show them how inaccessible content hurts. Demo use of product with a screenreader with no visuals, ask them to navigate with keyboard only. If possible, have a person with access needs do that demo.

      Include multiple accessibility reviews in your timeline

      • Team should check their work as they go along

      Choose the standards and level of compliance you'll achieve

      • Compliance and accessibility are not the same. You can conform to WCAG 100% but be unusable for people with certain disabilities
      • If project is used globally, consider laws worldwide. Some countries require specific documentation & standards will vary

      Put accessibility requirements in contracts with outside vendors

      • Be specific about the standards they need to meet
      • Ask for proof they can produce accessible work

      Carefully choose the tech you'll use to build your project

      • If you don't have a choice in what tech you'll use, see if team can fix those a11y issues. If it would expand scope or timeline to do so, flag as risk for leaderships

      Document all your team's work

      • Good to have on hand for showing "good faith effort" to be accessible
      • Prepare a general statement about project's a11y status.
      • Document known a11y issues and create a roadmap for resolving

      Get training for your team

      • Pointing toward info on the web is risky, as there is lots of misinformation. Start with info from W3C a11y curriculum.

      How do you coach your team and oversee their work?

      • Don't make it about any one person. Discourage things like "if we can't make you happy, we can't move forward." It's not about you being happy, it's about putting out the most usable and successful product you can!
      • Publicly praise team members as a way to motivate them to prioritize a11y in the long run

      Written content comes first

      • This is the easiest to remediate, so get this out of the way.
      • Ask people with cognitive impairments to read through with you to find out where things might not be clear

      Working with designers

      • Annotate design docs to indicate to engineering where they'll need to consider a11y
      • Review mockups & wireframes for missing a11y considerations so eng can raise concerns or questions
      • Start with user personas based on people with disabilities
      • Invest in usability testing at several points during project build

      What if you're updating a legacy project?

      • Start small
      • Have an auditor review for a11y and create a plan to give team "quick wins." Create roadmap for remaining items.
      • Talk to team responsible for product to find out what questions/concerns they have
      • Get training & other needed resources for team
    1. ReconfigBehSci on Twitter: ‘Session 1: “Open Science and Crisis Knowledge Management now underway with Chiara Varazzani from the OECD” How can we adapt tools, policies, and strategies for open science to provide what is needed for policy response to COVID-19? #scibeh2020’ / Twitter. (n.d.). Retrieved 5 March 2021, from https://twitter.com/SciBeh/status/1325720293965443072

    1. It is much easier to track what is going on within the activity. Instead of transporting additional state via ctx, you expose the outcome via an additional end event.

      Note: It's only super easy to see what's going on if you have the benefit of a diagram.

    1. NOTE: Your strategy should be supported using project management best-practices found within the Management Practices. These practices have been developed by industry, spending billions of dollars each year in projects. Of course, they would want their projects to succeed. Your quality of life is at least this important. Take your efforts seriously and manage your efforts.

      Don't Forget These 10 Project Management Best Practices: https://www.wrike.com/blog/project-management-best-practices-infographic/

    1. ReconfigBehSci on Twitter: ‘1 week to the SciBeh workshop “Building an online information environment for policy relevant science” Join us, register now! Topics: Crisis open science, interfacing to policy, online discourse, tools for research curation talks, panels, hackathons https://t.co/Gsr66BRGcJ https://t.co/uRrhSb9t05’ / Twitter. (n.d.). Retrieved 2 March 2021, from https://twitter.com/SciBeh/status/1323207455283826690

  10. Feb 2021
    1. Establish structured daily check-ins: Many successful remote managers establish a daily call with their remote employees.

      make sure there is space during standup for chit-chat.

    1. The great thing about working with reinteractive is you get to work directly with the developers, which is a huge plus. As a technical founder, I find proxying through a project manager adds unnecessary layers of complexity and creates opportunity for human error.
    1. Encapsulation is used to hide the values or state of a structured data object inside a class, preventing direct access to them by clients in a way that could expose hidden implementation details or violate state invariance maintained by the methods.
    1. DSLs can be problematic for the user since the user has to manage state (e.g. am I supposed to call valid? first or update_attributes?). This is exactly why the #validate is the only method to change state in Reform.
    2. The reason Reform does updating attributes and validation in the same step is because I wanna reduce public methods. This is to save users from having to remember state.

      I see what he means, but what would you call this (tag)? "have to remember state"? maybe "have to remember" is close enough

      Or maybe order is important / do things in the right order is all we need to describe the problem/need.